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    <title>Evolutionary Provocateur</title>
    <link>http://www.management-issues.com/podcasts.asp</link>
    <description>The Evolutionary Provocateur bi-monthly show is for executives, managers, and supervisors (or for leaders at all levels) who have noticed that it is not what you know but who you are that has the biggest impact.</description>
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      <title>Evolutionary Provocateur</title>
    </image>
    <itunes:author>Dawna Jones</itunes:author>
    <itunes:summary>The Evolutionary Provocateur bi-monthly show is for executives, managers, and supervisors (or for leaders at all levels) who have noticed that it is not what you know but who you are that has the biggest impact. &#13;
&#13;
Dawna Jones, the show's host, believes that by raising awareness and understanding we can make a quantum leap to a new level of innovation in business - but it has to be done collectively. &#13;
&#13;
What better way to do it than by provoking the evolution of how you see yourself and your role!</itunes:summary>
    <itunes:subtitle></itunes:subtitle>
    <itunes:explicit>no</itunes:explicit>
    <itunes:keywords></itunes:keywords>
    <itunes:owner>
      <itunes:name>David Bosdet</itunes:name>
      <itunes:email>editor@management-issues.com</itunes:email>
    </itunes:owner>
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    <itunes:category text="Business">
      <itunes:category text="Management &amp; Marketing"/>
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      <title>Start with &quot;Why&quot;</title>
      <description><![CDATA[Most companies can readily articulate what they do and how they do it, but great companies inspire customers to come to them. 

With the competition for customer's attention increasing, knowing how to change the game from attempting to motivate a transaction to inspiring loyalty can make customer retention much easier. 

Simon Sinek started as a student of anthropology and then applied his interest to understanding who great leaders lead great companies and what sets them apart from the crowd. Here, he explains how and why to start with "why". ]]></description>
      <pubDate>Tue, 08 May 2012 09:24:46 GMT</pubDate>
      <itunes:duration>00:17:29</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[Most companies can readily articulate what they do and how they do it, but great companies inspire customers to come to them. 

With the competition for customer's attention increasing, knowing how to change the game from attempting to motivate a transaction to inspiring loyalty can make customer retention much easier. 

Simon Sinek started as a student of anthropology and then applied his interest to understanding who great leaders lead great companies and what sets them apart from the crowd. Here, he explains how and why to start with "why". ]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
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      <title>Adaptability</title>
      <description><![CDATA[In an environment of absolutes such as "adapt or die" there is room for creativity and a higher level of awareness. 

Max Mckeown, author of Adaptability, shares stories that show how, by being creatively adaptive, even the apparently hopeless situations can be transformed into radical change. 

Adaptability can open up possibilities when there appears to a single option while, moving from idea to execution without being clear on the context can result in case examples like Borders versus Amazon. Loaded with practical examples, Max dives deep into what the value of adaptability is for business now. ]]></description>
      <pubDate>Thu, 19 Apr 2012 08:04:55 GMT</pubDate>
      <itunes:duration>00:27:14</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[In an environment of absolutes such as "adapt or die" there is room for creativity and a higher level of awareness. 

Max Mckeown, author of Adaptability, shares stories that show how, by being creatively adaptive, even the apparently hopeless situations can be transformed into radical change. 

Adaptability can open up possibilities when there appears to a single option while, moving from idea to execution without being clear on the context can result in case examples like Borders versus Amazon. Loaded with practical examples, Max dives deep into what the value of adaptability is for business now. ]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
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      <guid isPermaLink="false">04c3cb62-a847-c491-82b2-c83ab95c7af3</guid>
      <title>Energy Resiliency: When Demand Exceeds Supply</title>
      <description><![CDATA[Dr. John MacDonald is known as a true visionary and entrepreneur in the space technology and renewable energy industry. Prior to helping establish Day4 Energy in 2001, Dr. MacDonald co-founded MacDonald Dettwiler and Associates (MDA), Canada’s largest space technology company. In his role with MDA he played an instrumental part in many of the organization’s highest achievements, including the RADARSAT-2 spacecraft. Prior to MDA, Dr. MacDonald held a faculty position in engineering at UBC and MIT for a total of 12 years.]]></description>
      <pubDate>Mon, 27 Feb 2012 17:28:12 GMT</pubDate>
      <itunes:duration>00:30:16</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[Dr. John MacDonald is known as a true visionary and entrepreneur in the space technology and renewable energy industry. Prior to helping establish Day4 Energy in 2001, Dr. MacDonald co-founded MacDonald Dettwiler and Associates (MDA), Canada’s largest space technology company. In his role with MDA he played an instrumental part in many of the organization’s highest achievements, including the RADARSAT-2 spacecraft. Prior to MDA, Dr. MacDonald held a faculty position in engineering at UBC and MIT for a total of 12 years.]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
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      <title>Creating resilient companies   </title>
      <description><![CDATA[Dov Seidman,  author of "How! Why how we do anything means everything", talks to Dawna Jones about what it takes for business to become resilient in a world where the Occupy movement raises fundamental questions about the role of business in society. 

Too many organizations are scrambling to cope with uncertainty and complexity by relying on old strategies, he says. But Dov's research explains exactly what companies must do in order to move away from measuring ‘how much’, to start restoring integrity and start understanding true value. 


Dov Seidman is the Founder, Chairman, and CEO of LRN. He has been called by FORTUNE Magazine “the hottest advisor on the corporate virtue circuit.”  Leading companies such as Disney, Dow Chemical, eBay, Johnson & Johnson, Procter & Gamble, Raytheon, and 3M turn to LRN to help management govern more effectively and workers do the right things the right way, even in the most challenging of situations. 

Dov is a Harvard Law School graduate who also earned a bachelor's and master's degree in philosophy from UCLA, and a BA with honors in philosophy, politics, and economics from Oxford University.  
]]></description>
      <pubDate>Tue, 13 Dec 2011 09:48:49 GMT</pubDate>
      <itunes:duration>00:21:08</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[Dov Seidman,  author of "How! Why how we do anything means everything", talks to Dawna Jones about what it takes for business to become resilient in a world where the Occupy movement raises fundamental questions about the role of business in society. 

Too many organizations are scrambling to cope with uncertainty and complexity by relying on old strategies, he says. But Dov's research explains exactly what companies must do in order to move away from measuring ‘how much’, to start restoring integrity and start understanding true value. 


Dov Seidman is the Founder, Chairman, and CEO of LRN. He has been called by FORTUNE Magazine “the hottest advisor on the corporate virtue circuit.”  Leading companies such as Disney, Dow Chemical, eBay, Johnson & Johnson, Procter & Gamble, Raytheon, and 3M turn to LRN to help management govern more effectively and workers do the right things the right way, even in the most challenging of situations. 

Dov is a Harvard Law School graduate who also earned a bachelor's and master's degree in philosophy from UCLA, and a BA with honors in philosophy, politics, and economics from Oxford University.  
]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
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      <guid isPermaLink="false">5935e92a-b978-de0b-5d21-aad5f9ca43b0</guid>
      <title>Skills for Navigating Uncertainty</title>
      <description><![CDATA[The Global Leadership Forecast presents five skills to address what research shows is a crisis of leadership. But these five skills aren't going deep enough to unleash human potential. 

In this program, Dawna Jones outlines the five inner skills that equip leaders to navigate uncertainty with greater ease and to use it to advantage.  ]]></description>
      <pubDate>Tue, 25 Oct 2011 08:27:21 GMT</pubDate>
      <itunes:duration>00:13:16</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[The Global Leadership Forecast presents five skills to address what research shows is a crisis of leadership. But these five skills aren't going deep enough to unleash human potential. 

In this program, Dawna Jones outlines the five inner skills that equip leaders to navigate uncertainty with greater ease and to use it to advantage.  ]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
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      <title>A sideways look at the financial crisis</title>
      <description><![CDATA[As the global markets suffer further jitters, Dawna Jones talks to Dr Carl Callerman about how the role of money as the sole purpose for business and enterprise appears to be changing.

In this two-part interview, Dr Callerman puts forward an entirely new way of seeing the role of business in society. 
]]></description>
      <pubDate>Fri, 05 Aug 2011 13:37:57 GMT</pubDate>
      <itunes:duration>00:18:30</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[As the global markets suffer further jitters, Dawna Jones talks to Dr Carl Callerman about how the role of money as the sole purpose for business and enterprise appears to be changing.

In this two-part interview, Dr Callerman puts forward an entirely new way of seeing the role of business in society. 
]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
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      <title>Acting Local - Thinking Global</title>
      <description><![CDATA[In part two of Dawna's interview with ecopreneur Kemp Edwards they  explore a range of topics: 
•	•         Is using sustainability as a strategy about being ethical or is it recognition that nature's principles apply to business?
•	•         How does service to community impact employee engagement?
•	•         What power do consumers have to affect business accountability?
•	•         Why some businesses (Boomers) struggle with failure to 'execute'?
•	•         What can businesses do to restore  credibility when it comes to reporting social and economic responsibility?
]]></description>
      <pubDate>Mon, 06 Jun 2011 13:54:25 GMT</pubDate>
      <itunes:duration>00:16:33</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[In part two of Dawna's interview with ecopreneur Kemp Edwards they  explore a range of topics: 
•	•         Is using sustainability as a strategy about being ethical or is it recognition that nature's principles apply to business?
•	•         How does service to community impact employee engagement?
•	•         What power do consumers have to affect business accountability?
•	•         Why some businesses (Boomers) struggle with failure to 'execute'?
•	•         What can businesses do to restore  credibility when it comes to reporting social and economic responsibility?
]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
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      <title>The Power of Eco-preneuring</title>
      <description><![CDATA[Kemp Edwards is a Canadian Gen X eco-entrepreneur who started out as a
graduate from Queens University with an honors degree in Philosophy. 

Taking a creative leap away from philosophy and into the action sports
industry, Kemp spent ten years in that business before acting on his 
inspiration to merge business interests with a desire to create a 
world he wanted to live in and leave to his two kids. 

In this interview, he shares how inspiration lead to the growth of two
his two eco-businesses: www.Ethicalprofiling.com, which helps 
companies make ethical purchasing decisions through sourcing high 
quality socially and environmentally friendly products, and FuGen. 

His second company, www.FuGenDesign.com matches charitable 
organizations and causes with retail partners to bring eco and 
socially conscious products to the consumer. 

The network of benefits means everyone wins. It is the model of 
partnerships between businesses, consumers and non-profit activists 
co-creating shared value through being environmentally and socially 
responsible.
]]></description>
      <pubDate>Tue, 24 May 2011 12:54:44 GMT</pubDate>
      <itunes:duration>00:17:53</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[Kemp Edwards is a Canadian Gen X eco-entrepreneur who started out as a
graduate from Queens University with an honors degree in Philosophy. 

Taking a creative leap away from philosophy and into the action sports
industry, Kemp spent ten years in that business before acting on his 
inspiration to merge business interests with a desire to create a 
world he wanted to live in and leave to his two kids. 

In this interview, he shares how inspiration lead to the growth of two
his two eco-businesses: www.Ethicalprofiling.com, which helps 
companies make ethical purchasing decisions through sourcing high 
quality socially and environmentally friendly products, and FuGen. 

His second company, www.FuGenDesign.com matches charitable 
organizations and causes with retail partners to bring eco and 
socially conscious products to the consumer. 

The network of benefits means everyone wins. It is the model of 
partnerships between businesses, consumers and non-profit activists 
co-creating shared value through being environmentally and socially 
responsible.
]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
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      <guid isPermaLink="false">72f279fb-db86-5f00-c24c-18ac3af01451</guid>
      <title>The Power of Eco-preneuring</title>
      <description><![CDATA[Kemp Edwards is a Canadian Gen X eco-entrepreneur who started out as a graduate from Queens University with an honors degree in Philosophy. Taking a creative leap away from philosophy and into the action sports industry, Kemp spent ten years in that business before acting on his inspiration to merge business interests with a desire to create a world he wanted to live in and leave to his two kids. 

In this interview, he shares how inspiration lead to the growth of two his two eco-businesses: www.Ethicalprofiling.com, which helps companies make ethical purchasing decisions through sourcing high quality socially and environmentally friendly products, and FuGen. 

His second company, www.FuGenDesign.com matches charitable organizations and causes with retail partners to bring eco and socially conscious products to the consumer. 

The network of benefits means everyone wins. It is the model of partnerships between businesses, consumers and non-profit activists co-creating shared value through being environmentally and socially responsible.  
]]></description>
      <pubDate>Tue, 10 May 2011 13:26:38 GMT</pubDate>
      <itunes:duration>00:20:50</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[Kemp Edwards is a Canadian Gen X eco-entrepreneur who started out as a graduate from Queens University with an honors degree in Philosophy. Taking a creative leap away from philosophy and into the action sports industry, Kemp spent ten years in that business before acting on his inspiration to merge business interests with a desire to create a world he wanted to live in and leave to his two kids. 

In this interview, he shares how inspiration lead to the growth of two his two eco-businesses: www.Ethicalprofiling.com, which helps companies make ethical purchasing decisions through sourcing high quality socially and environmentally friendly products, and FuGen. 

His second company, www.FuGenDesign.com matches charitable organizations and causes with retail partners to bring eco and socially conscious products to the consumer. 

The network of benefits means everyone wins. It is the model of partnerships between businesses, consumers and non-profit activists co-creating shared value through being environmentally and socially responsible.  
]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
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      <guid isPermaLink="false">8c143c7a-15e3-1de0-0644-da613f52ea95</guid>
      <title>Sustainability for the C-Suite</title>
      <description><![CDATA[In part two of Dawna's interview with Chris Laszlo they explore how to engage the C-suite in sustainability initiatives, moving past it is either the economy or the environment and look at the value of disruptive innovation to take advantage of improving stewardship of ecological capital. ]]></description>
      <pubDate>Fri, 15 Apr 2011 10:30:51 GMT</pubDate>
      <itunes:duration>00:14:35</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[In part two of Dawna's interview with Chris Laszlo they explore how to engage the C-suite in sustainability initiatives, moving past it is either the economy or the environment and look at the value of disruptive innovation to take advantage of improving stewardship of ecological capital. ]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
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      <guid isPermaLink="false">55c4d14d-7b0b-0862-1cde-202e7abab7f9</guid>
      <title>The Competitive Advantage of Sustainability </title>
      <description><![CDATA[Embedding sustainability into business operations offers a competitive advantage that is finally catching on with mainstream business. This is part 1 of this interview with Chris Laszlo, author of "The Sustainable Company".]]></description>
      <pubDate>Tue, 22 Mar 2011 09:50:05 GMT</pubDate>
      <itunes:duration>00:16:23</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[Embedding sustainability into business operations offers a competitive advantage that is finally catching on with mainstream business. This is part 1 of this interview with Chris Laszlo, author of "The Sustainable Company".]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
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      <guid isPermaLink="false">18ebfe4b-087f-36b6-a9d3-8b2586ebbd1e</guid>
      <title>Evolution, Self-Leadership and Cultural Change</title>
      <description><![CDATA[The second half of the talk with Richard Barrett continues with a peek at the personal practice of personal transformation. 

Rapidly changing external conditions impact everyone whether it is your personal life, organizational life or, as events in Egypt illustrate, larger structures that guide Nations. Mastery of our inner world, right down to clearing the lens we perceive the world through is requisite to achieving higher levels of consciousness; the tool, the enabler for successfully collaborating on complex issues at any level, from global to personal. 

Commitment to self-actualization by consistently transforming to higher levels of consciousness becomes the tool for staying functional, engaged and achieving fulfillment for the common good. 
]]></description>
      <pubDate>Wed, 23 Feb 2011 09:25:41 GMT</pubDate>
      <itunes:duration>00:24:46</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[The second half of the talk with Richard Barrett continues with a peek at the personal practice of personal transformation. 

Rapidly changing external conditions impact everyone whether it is your personal life, organizational life or, as events in Egypt illustrate, larger structures that guide Nations. Mastery of our inner world, right down to clearing the lens we perceive the world through is requisite to achieving higher levels of consciousness; the tool, the enabler for successfully collaborating on complex issues at any level, from global to personal. 

Commitment to self-actualization by consistently transforming to higher levels of consciousness becomes the tool for staying functional, engaged and achieving fulfillment for the common good. 
]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
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      <title>Evolutionary Provocateur</title>
      <description><![CDATA[The Evolutionary Provocateur bi-monthly show is for executives, managers, and supervisors (OR for leaders at all levels) who have noticed that it is not what you know but who you are that has the biggest impact. 

Dawna Jones, the show's host, believes that by raising awareness and understanding we can make a quantum leap to a new level of innovation in business - but it has to be done collectively. 

What better way to do it than by provoking the evolution of how you see yourself and your role!]]></description>
      <pubDate>Thu, 20 Jan 2011 11:37:35 GMT</pubDate>
      <itunes:duration>00:16:57</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[The Evolutionary Provocateur bi-monthly show is for executives, managers, and supervisors (OR for leaders at all levels) who have noticed that it is not what you know but who you are that has the biggest impact. 

Dawna Jones, the show's host, believes that by raising awareness and understanding we can make a quantum leap to a new level of innovation in business - but it has to be done collectively. 

What better way to do it than by provoking the evolution of how you see yourself and your role!]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
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      <title>Leadership in a Wiki World</title>
      <description><![CDATA[Rod Collins is the former chief operating executive of the Blue Cross Blue Shield Federal Employee Program (FEP), one of America's largest and most successful business alliances, with over $19 billion in annual revenues. 

Using the principles and the practices of wiki-management, under Rod's leadership, FEP set new records in operational performance. 

The secrets? Shifting from leveraging the intelligence of the few to the collective knowledge of the many. Dawna talks to Rod about what wiki-management is and why it is the only game in town for changing how we manage in complexity. 

Rod is the author of the book Leadership in a Wiki World: Leveraging Collective Knowledge to Make the Leap to Extraordinary Performance.
]]></description>
      <pubDate>Thu, 16 Sep 2010 13:11:07 GMT</pubDate>
      <itunes:duration>00:29:12</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[Rod Collins is the former chief operating executive of the Blue Cross Blue Shield Federal Employee Program (FEP), one of America's largest and most successful business alliances, with over $19 billion in annual revenues. 

Using the principles and the practices of wiki-management, under Rod's leadership, FEP set new records in operational performance. 

The secrets? Shifting from leveraging the intelligence of the few to the collective knowledge of the many. Dawna talks to Rod about what wiki-management is and why it is the only game in town for changing how we manage in complexity. 

Rod is the author of the book Leadership in a Wiki World: Leveraging Collective Knowledge to Make the Leap to Extraordinary Performance.
]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
      <enclosure url="http://dbosdet.hipcast.com/deluge/14666a24-1988-5e31-f9e1-208c690b8ea9.mp3" type="audio/mpeg" length="7007318"/>
      <link>http://dbosdet.hipcast.com/deluge/14666a24-1988-5e31-f9e1-208c690b8ea9.mp3</link>
    </item>
    <item>
      <guid isPermaLink="false">2e20923e-bdd0-adde-07e7-afbcd0c04e4b</guid>
      <title>The simplicity of complexity</title>
      <description><![CDATA[VUCA: Volatility, Uncertainty, complexity and Ambiguity. These set the context for business operations and, in the big picture, the evolution of enterprise including institutional and non-profits. Everyone is a change agent in a climate of complex adaptation but change imposed from the top down as a reaction to these variables sets up resistance. People prefer to choose change. 
When organizations exit the trajectory of adaptive change for safer, more familiar ground they miss the moment to inject personal mastery, personal confidence and security not grounded in outer conditions but grounded in inner courage, resiliency and knowing that stepping into the gap is the only means to use this environment to innovate. 
Dawna speaks with Dr. Carol Mase, author of an article on Adaptive Change. Carol has an extensive education in medical and social sciences and has worked as an entrepreneur, global marketing executive, and organizational coach-consultant. She brings the 'new sciences' of complexity, neuroscience, and systems thinking to business and leadership. ]]></description>
      <pubDate>Tue, 27 Jul 2010 14:31:10 GMT</pubDate>
      <itunes:duration>00:26:58</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[VUCA: Volatility, Uncertainty, complexity and Ambiguity. These set the context for business operations and, in the big picture, the evolution of enterprise including institutional and non-profits. Everyone is a change agent in a climate of complex adaptation but change imposed from the top down as a reaction to these variables sets up resistance. People prefer to choose change. 
When organizations exit the trajectory of adaptive change for safer, more familiar ground they miss the moment to inject personal mastery, personal confidence and security not grounded in outer conditions but grounded in inner courage, resiliency and knowing that stepping into the gap is the only means to use this environment to innovate. 
Dawna speaks with Dr. Carol Mase, author of an article on Adaptive Change. Carol has an extensive education in medical and social sciences and has worked as an entrepreneur, global marketing executive, and organizational coach-consultant. She brings the 'new sciences' of complexity, neuroscience, and systems thinking to business and leadership. ]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
      <enclosure url="http://dbosdet.hipcast.com/deluge/2196ad50-b8f4-6f19-438c-b7234ecf6a04.mp3" type="audio/mpeg" length="6473793"/>
      <link>http://dbosdet.hipcast.com/deluge/2196ad50-b8f4-6f19-438c-b7234ecf6a04.mp3</link>
    </item>
    <item>
      <guid isPermaLink="false">b3c419dd-7533-73ed-e911-46c4ecd77d2b</guid>
      <title>Seizing Control of Your Health</title>
      <description><![CDATA[When the emotional charge of a stressful event remains unaddressed the long term consequences can be serious. 

In part 2 of the interview with Dr.Nelie Johnson, she describes how depression serves to keep an individual safe when events conflict with ability to express oneself, to protect your ‘territory’ and what happens when those conflicts are not resolved. 

Learn how you can spot the signals that say the working environment may not be working for you and how to avoid depression. 

As it turns out, companies that continue to direct employees contribution over a goal-oriented collaborative approach might just be creating the costs of stress and the loss of human creativity and talent. ]]></description>
      <pubDate>Mon, 28 Jun 2010 12:21:03 GMT</pubDate>
      <itunes:duration>00:17:07</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[When the emotional charge of a stressful event remains unaddressed the long term consequences can be serious. 

In part 2 of the interview with Dr.Nelie Johnson, she describes how depression serves to keep an individual safe when events conflict with ability to express oneself, to protect your ‘territory’ and what happens when those conflicts are not resolved. 

Learn how you can spot the signals that say the working environment may not be working for you and how to avoid depression. 

As it turns out, companies that continue to direct employees contribution over a goal-oriented collaborative approach might just be creating the costs of stress and the loss of human creativity and talent. ]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
      <enclosure url="http://dbosdet.hipcast.com/deluge/24a75eb3-9673-45ba-fa66-5d1e81fb9898.mp3" type="audio/mpeg" length="4108040"/>
      <link>http://dbosdet.hipcast.com/deluge/24a75eb3-9673-45ba-fa66-5d1e81fb9898.mp3</link>
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    <item>
      <guid isPermaLink="false">f2c5c695-8175-4430-6faf-a9f50d998f67</guid>
      <title>The purpose of stress-related disease</title>
      <description><![CDATA[While the costs of stress-related absenteeism and disability vary from country to country, no one can argue that productivity and quality of life suffer when an employee or someone you care about is dealing with a stress-related illness. 

The biological dynamic of stress is straightforward. Stress originates when the external environment or your internal belief system provides instructions to cells that work against your well-being. 

Research by the Heart Math Institute explains that stress originates when the emotional and cognitive centers are out of alignment: thinking one thing and feeling another, for example. 

To understand what individuals and businesses can do to take back their health at home and in the workplace Dawna speaks to <A href="http://www.awarenessheals.ca">
Dr. Nelie Johnson</a>, a family physician who became frustrated with the limitations of conventional medicine to get to the root of the matter. 

Dr. Johnson’s discovery revealed the quantum aspect of disease: the thoughts, emotions and beliefs that directly inform healing. Learn how the brain uses a disease much like your computer uses a program to run in 24/7 stress-filled environments. 
]]></description>
      <pubDate>Thu, 27 May 2010 13:13:57 GMT</pubDate>
      <itunes:duration>00:17:15</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[While the costs of stress-related absenteeism and disability vary from country to country, no one can argue that productivity and quality of life suffer when an employee or someone you care about is dealing with a stress-related illness. 

The biological dynamic of stress is straightforward. Stress originates when the external environment or your internal belief system provides instructions to cells that work against your well-being. 

Research by the Heart Math Institute explains that stress originates when the emotional and cognitive centers are out of alignment: thinking one thing and feeling another, for example. 

To understand what individuals and businesses can do to take back their health at home and in the workplace Dawna speaks to <A href="http://www.awarenessheals.ca">
Dr. Nelie Johnson</a>, a family physician who became frustrated with the limitations of conventional medicine to get to the root of the matter. 

Dr. Johnson’s discovery revealed the quantum aspect of disease: the thoughts, emotions and beliefs that directly inform healing. Learn how the brain uses a disease much like your computer uses a program to run in 24/7 stress-filled environments. 
]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
      <enclosure url="http://dbosdet.hipcast.com/deluge/a8754754-35cb-de79-b93e-a511379623cc.mp3" type="audio/mpeg" length="4138760"/>
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    <item>
      <guid isPermaLink="false">02f8e5c2-371a-e61b-9758-c929a2ab8790</guid>
      <title>When Great Ideas Collide with Systemic Beliefs</title>
      <description><![CDATA[We talk a lot about agility: Leadership agility, organizational agility, and innovation. Yet unless there is an understanding of how to detect the underlying beliefs of the cultural 'immune' system, progressive successes can fail to be integrated. 

This month, Dawna speaks with Fred Simon, former project manager with the 1995 Ford Lincoln Continental project as they take a high level and in the trenches look at how this shows up in corporate life. 

Fred worked for the Ford Motor Company for thirty years, and was a founding member of the Society for Organizational Learning. He has collaborated with Dr. Peter Senge and the late W.Edwards Deming. 

Fred’s work in organizational learning is about developing more effective leadership, organizational alignment, empowerment and interdependency.]]></description>
      <pubDate>Tue, 30 Mar 2010 10:03:05 GMT</pubDate>
      <itunes:duration>00:28:35</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[We talk a lot about agility: Leadership agility, organizational agility, and innovation. Yet unless there is an understanding of how to detect the underlying beliefs of the cultural 'immune' system, progressive successes can fail to be integrated. 

This month, Dawna speaks with Fred Simon, former project manager with the 1995 Ford Lincoln Continental project as they take a high level and in the trenches look at how this shows up in corporate life. 

Fred worked for the Ford Motor Company for thirty years, and was a founding member of the Society for Organizational Learning. He has collaborated with Dr. Peter Senge and the late W.Edwards Deming. 

Fred’s work in organizational learning is about developing more effective leadership, organizational alignment, empowerment and interdependency.]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
      <enclosure url="http://dbosdet.hipcast.com/deluge/e968c2a8-60a7-5d83-3d29-2d04f61566c3.mp3" type="audio/mpeg" length="6861346"/>
      <link>http://dbosdet.hipcast.com/deluge/e968c2a8-60a7-5d83-3d29-2d04f61566c3.mp3</link>
    </item>
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      <guid isPermaLink="false">c9cd9f76-2f3d-a118-8336-35e57a1ed850</guid>
      <title>Achieving phenomenal results</title>
      <description><![CDATA[With increased stress in working environments combined with outside pressures to speed up performance, organizations have to reflect on this question in order to see where they are unintentionally blocking contribution. Anne Murray Allen is currently the Director for the Executive Development Center at Willamette University’s Atkinson Graduate School of Management.  In this role Anne is responsible for developing non-degree certificate programs in business and public management essentials, sustainability, and industry-specific training.  Her personal areas of interest and research are in understanding how healthy, performance-based organizations are built and sustained. These ‘social networks of collaboration’ are a key ingredient for organizations and communities to move into the future taking effective action in building a sustainable future.

Anne retired from Hewlett-Packard Company in 2005, having served in a variety of management and executive positions over a 16 year period.  These included leading company-wide Knowledge and Intranet Management, strategic planning (at the division and at the corporate level), culture integration for the Compaq/HP merger, IT for the Imaging and Printing Group, production management for scanners and Inkjet cartridges. While still at HP, Anne co-authored an article with Dennis Sandow entitled, “The Nature of Social Collaboration” published in Reflections Journal, May 2005.

Anne’s social action research initiative while she worked in Hewlett Packard turned up some surprising results on what lies at the roots of phenomenal results and what you must embody as a leader to support their high functioning. 
]]></description>
      <pubDate>Mon, 08 Feb 2010 14:48:21 GMT</pubDate>
      <itunes:duration>00:26:14</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[With increased stress in working environments combined with outside pressures to speed up performance, organizations have to reflect on this question in order to see where they are unintentionally blocking contribution. Anne Murray Allen is currently the Director for the Executive Development Center at Willamette University’s Atkinson Graduate School of Management.  In this role Anne is responsible for developing non-degree certificate programs in business and public management essentials, sustainability, and industry-specific training.  Her personal areas of interest and research are in understanding how healthy, performance-based organizations are built and sustained. These ‘social networks of collaboration’ are a key ingredient for organizations and communities to move into the future taking effective action in building a sustainable future.

Anne retired from Hewlett-Packard Company in 2005, having served in a variety of management and executive positions over a 16 year period.  These included leading company-wide Knowledge and Intranet Management, strategic planning (at the division and at the corporate level), culture integration for the Compaq/HP merger, IT for the Imaging and Printing Group, production management for scanners and Inkjet cartridges. While still at HP, Anne co-authored an article with Dennis Sandow entitled, “The Nature of Social Collaboration” published in Reflections Journal, May 2005.

Anne’s social action research initiative while she worked in Hewlett Packard turned up some surprising results on what lies at the roots of phenomenal results and what you must embody as a leader to support their high functioning. 
]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
      <enclosure url="http://dbosdet.hipcast.com/deluge/25258695-7fe7-9e1e-b124-07286a7f5965.mp3" type="audio/mpeg" length="6297519"/>
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      <title>Learning from Jazz</title>
      <description><![CDATA[Sometimes metaphors offer a wonderful way to see ourselves and how teams function from a new perspective. Developing the ability to contribute to the sound of performance is further strengthened when it is connected to your personal ability to shift quickly from one point of view to another or to use conflict as a source of creative expansion.  

Dawna talks to Dr. Brian Fraser, lead provocateur of JazzThink, a company which uses the workings and wisdom of jazz to provoke people to brilliant leadership and teamwork.  

Prior to his 2002 launch as a speaker, facilitator, leadership coach, and seminar leader, he was the dean of the Presbyterian college at the University of British Columbia and taught leadership and organizational development at Vancouver School of Theology. ]]></description>
      <pubDate>Mon, 04 Jan 2010 15:12:10 GMT</pubDate>
      <itunes:duration>00:25:39</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[Sometimes metaphors offer a wonderful way to see ourselves and how teams function from a new perspective. Developing the ability to contribute to the sound of performance is further strengthened when it is connected to your personal ability to shift quickly from one point of view to another or to use conflict as a source of creative expansion.  

Dawna talks to Dr. Brian Fraser, lead provocateur of JazzThink, a company which uses the workings and wisdom of jazz to provoke people to brilliant leadership and teamwork.  

Prior to his 2002 launch as a speaker, facilitator, leadership coach, and seminar leader, he was the dean of the Presbyterian college at the University of British Columbia and taught leadership and organizational development at Vancouver School of Theology. ]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
      <enclosure url="http://dbosdet.hipcast.com/deluge/24029166-7d57-7810-d8bd-f6e64a30270a.mp3" type="audio/mpeg" length="6154368"/>
      <link>http://dbosdet.hipcast.com/deluge/24029166-7d57-7810-d8bd-f6e64a30270a.mp3</link>
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    <item>
      <guid isPermaLink="false">f2ab99d6-08a5-6104-552a-7e9c18558440</guid>
      <title>The Power of Innovative Learning</title>
      <description><![CDATA[The rational mind sees itself as our safety referee. Stray too far away from known familiarity and it cries foul and reins us back in so we can stay within the comfort zone. However, as the complexity of global and organizational problems increases so must our comfort with a different kind of safety: the kind where you can explore possibilities, experiment with radically different approaches and work with others as part of a collaborative and diverse team. That takes innovative learning.  

Jack Barnard, author, musician, speaking coach, performer, radio show broadcaster and founder of SourceWorks, which merges improvisation and theater techniques with personal growth and development speaks to us about how innovative learning can help us change our thinking so that we can get out of the perplexing conundrums that limit performance. 

After all, the thinking that got us into the situation we are in is definitely not the kind of thinking that will get us out. ]]></description>
      <pubDate>Tue, 03 Nov 2009 11:02:21 GMT</pubDate>
      <itunes:duration>00:28:48</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[The rational mind sees itself as our safety referee. Stray too far away from known familiarity and it cries foul and reins us back in so we can stay within the comfort zone. However, as the complexity of global and organizational problems increases so must our comfort with a different kind of safety: the kind where you can explore possibilities, experiment with radically different approaches and work with others as part of a collaborative and diverse team. That takes innovative learning.  

Jack Barnard, author, musician, speaking coach, performer, radio show broadcaster and founder of SourceWorks, which merges improvisation and theater techniques with personal growth and development speaks to us about how innovative learning can help us change our thinking so that we can get out of the perplexing conundrums that limit performance. 

After all, the thinking that got us into the situation we are in is definitely not the kind of thinking that will get us out. ]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
      <enclosure url="http://dbosdet.hipcast.com/deluge/cefb6165-5259-46cb-23a6-635df7b022db.mp3" type="audio/mpeg" length="6913904"/>
      <link>http://dbosdet.hipcast.com/deluge/cefb6165-5259-46cb-23a6-635df7b022db.mp3</link>
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    <item>
      <guid isPermaLink="false">f3d351a3-906b-fa20-582d-38f37acce3f2</guid>
      <title>Energetic sensitivity and corporate culture</title>
      <description><![CDATA[Have you ever walked into an office and instantly felt comfortable – or completely the opposite? That "vibe" is all about energy – or rather, your sensitivity to that energy. 

The ways that energetic sensitivity affects corporate culture is the starting point for Dawna Jones' two-part discussion with Dr. Rollin McCraty from the <a href="http://www.heartmath.org/">the HeartMath Institute</a>, whose research explores this intangible phenomenon.

All working relationships with customers and colleagues start with you and your energy. And sales staff, teams, managers, executives are unknowingly creating a measurable electro-magnetic field that can be registered not only around you but also with a collective ‘energetic blueprint’ that characterizes company culture. 

In this first interview, Dawna explores how the mechanism works and how to make it work for you.
]]></description>
      <pubDate>Tue, 14 Jul 2009 16:15:17 GMT</pubDate>
      <itunes:duration>00:23:30</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[Have you ever walked into an office and instantly felt comfortable – or completely the opposite? That "vibe" is all about energy – or rather, your sensitivity to that energy. 

The ways that energetic sensitivity affects corporate culture is the starting point for Dawna Jones' two-part discussion with Dr. Rollin McCraty from the <a href="http://www.heartmath.org/">the HeartMath Institute</a>, whose research explores this intangible phenomenon.

All working relationships with customers and colleagues start with you and your energy. And sales staff, teams, managers, executives are unknowingly creating a measurable electro-magnetic field that can be registered not only around you but also with a collective ‘energetic blueprint’ that characterizes company culture. 

In this first interview, Dawna explores how the mechanism works and how to make it work for you.
]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
      <enclosure url="http://dbosdet.hipcast.com/deluge/6d2aaea8-44b5-33e0-14db-fff4cc55eb43.mp3" type="audio/mpeg" length="5640487"/>
      <link>http://dbosdet.hipcast.com/deluge/6d2aaea8-44b5-33e0-14db-fff4cc55eb43.mp3</link>
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    <item>
      <guid isPermaLink="false">26851cac-2ab6-d6dd-5da1-17f93c27f8b1</guid>
      <title>Leading to a Future with Hope</title>
      <description><![CDATA[With companies cutting their creative talent to ‘survive’,  the capacity and moment to shift to a higher level of leadership is being missed. 

Companies who live by living asset stewardship and the principles of nature have cultures that understand and see themselves as part of a living system. 

In this last of a series of interviews with Jay Bragdon, we look at South West Airlines culture as an example of an eco-risk company who has successfully organized themselves to be in alignment with stewardship in good times and in bad. 

While their example can be seen as an effective strategy none of the adaptations required can be done superficially. Join Dawna Jones and Jay Bragdon as they discuss what it takes to forge collectively a future with hope. 
]]></description>
      <pubDate>Fri, 03 Apr 2009 09:04:19 GMT</pubDate>
      <itunes:duration>00:23:56</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[With companies cutting their creative talent to ‘survive’,  the capacity and moment to shift to a higher level of leadership is being missed. 

Companies who live by living asset stewardship and the principles of nature have cultures that understand and see themselves as part of a living system. 

In this last of a series of interviews with Jay Bragdon, we look at South West Airlines culture as an example of an eco-risk company who has successfully organized themselves to be in alignment with stewardship in good times and in bad. 

While their example can be seen as an effective strategy none of the adaptations required can be done superficially. Join Dawna Jones and Jay Bragdon as they discuss what it takes to forge collectively a future with hope. 
]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
      <enclosure url="http://dbosdet.hipcast.com/deluge/b9bfb957-8db4-2fbf-f11b-45bf048cd9a3.mp3" type="audio/mpeg" length="5745917"/>
      <link>http://dbosdet.hipcast.com/deluge/b9bfb957-8db4-2fbf-f11b-45bf048cd9a3.mp3</link>
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    <item>
      <guid isPermaLink="false">716a9c3e-4599-cace-576c-166542d04633</guid>
      <title>Adapt or Die</title>
      <description><![CDATA[There is nothing like a crisis with money to bring out the capacity of the individual or the company to adapt. So how well positioned are companies who organize themselves and manage themselves around a core value for Life to finance themselves in tough economic times?  

In this third part of a four part interview with Jay Bragdon, author of Profit for Life, we explore this question along with why companies who manage by Living Asset Stewardship aren’t the ones running for bailouts; the benefits of seeing holistically when it comes to adapting to massive change and the signals that separate out a company ready to implode from one ready to grow through the crisis of the times. 

What sector is catatonic right now and what is the global impact of their behavior? Join Dawna Jones and Jay Bragdon to find out. ]]></description>
      <pubDate>Thu, 12 Mar 2009 08:23:08 GMT</pubDate>
      <itunes:duration>00:16:55</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[There is nothing like a crisis with money to bring out the capacity of the individual or the company to adapt. So how well positioned are companies who organize themselves and manage themselves around a core value for Life to finance themselves in tough economic times?  

In this third part of a four part interview with Jay Bragdon, author of Profit for Life, we explore this question along with why companies who manage by Living Asset Stewardship aren’t the ones running for bailouts; the benefits of seeing holistically when it comes to adapting to massive change and the signals that separate out a company ready to implode from one ready to grow through the crisis of the times. 

What sector is catatonic right now and what is the global impact of their behavior? Join Dawna Jones and Jay Bragdon to find out. ]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
      <enclosure url="http://dbosdet.hipcast.com/deluge/e3266a34-adea-f49d-2bb4-49d43cacacff.mp3" type="audio/mpeg" length="4060810"/>
      <link>http://dbosdet.hipcast.com/deluge/e3266a34-adea-f49d-2bb4-49d43cacacff.mp3</link>
    </item>
    <item>
      <guid isPermaLink="false">f9d16a0b-513f-9f5f-bd5e-65e1743473c2</guid>
      <title>Living Asset Stewardship - Some Practical Examples</title>
      <description><![CDATA[In the second part of their discussion about Living Asset Stewardship, Dawna Jones and Jay Bragdon examine some examples of companies that do things differently and whose goals encompass more than a narrow focus on the bottom line. 

As Jay explains, organisations that embrace the model of Living Asset Stewardship enjoy cultures that encourage learning and innovation – to the great benefit of all concerned. 
]]></description>
      <pubDate>Mon, 23 Feb 2009 15:07:50 GMT</pubDate>
      <itunes:duration>00:22:12</itunes:duration>
      <itunes:author>Dawna Jones</itunes:author>
      <itunes:summary><![CDATA[In the second part of their discussion about Living Asset Stewardship, Dawna Jones and Jay Bragdon examine some examples of companies that do things differently and whose goals encompass more than a narrow focus on the bottom line. 

As Jay explains, organisations that embrace the model of Living Asset Stewardship enjoy cultures that encourage learning and innovation – to the great benefit of all concerned. 
]]></itunes:summary>
      <itunes:subtitle></itunes:subtitle>
      <itunes:explicit>no</itunes:explicit>
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